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IFC 2015 Digital Strategy Masterclass

The document outlines a masterclass aimed at fundraisers in developing markets, focusing on digital strategy and its implementation. It presents case studies from commercial and nonprofit sectors while providing a toolkit to address challenges and opportunities in digital fundraising. The agenda includes theoretical coverage, practical tools, and discussions on cultural and logistical differences in fundraising across various regions.

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Transform your digital strategy: New ideas from unexpected places Colin Habberton IFC Masterclass The Netherlands 20/21 October 2015
•  This session will provide an in-depth analysis of the potential and practice of digital strategy for the developing world. •  It will look at the similarities and differences of digital campaigning from across the world through a series of deep dive case studies from commercial and nonprofit sectors. Session Summary
Aimed at: •  It is aimed at fundraisers who are currently implementing or intending to implement digital fundraising strategies in developing markets. Learning outcomes: •  This Masterclass will highlight the challenges, unpack the opportunities and provide delegates with a workable toolkit for their own organisation or campaign. Session Summary
Today •  Introductions •  Objectives •  The ‘Developing’ World •  The State of the Digital Nation •  What is Strategy? •  Innovation •  Case Studies Session Overview
Tomorrow •  Experimentation •  Toolkits •  Application •  Collaboration •  Evaluation Session Overview
Speaker Introduction •  GivenGain Foundation - Social Fundraising Platform •  Born in Stellenbosch, South Africa - Launched 2001 (2009 & 2015) - 1800+ Causes Worldwide - 50+ Countries - 10,000+ Projects - 8000+ Activists (Peer to Peer) - 110,000+ Donors - 180+ Countries •  One World. Zero Barriers.
Stellenbosch
Cape Town
Team Introductions •  What is your name? •  Where are you from? •  Where are you now? •  What is important to you? •  What makes you, you?
Question: I’d like to know how you plan to “format” your session in terms of lecture/ presentation/interactive discussion/ exercises, etc.? Session Overview
Answer: •  multi-disciplinary format •  coverage of theoretical material •  case studies •  encourage sharing •  few exercises •  practical review of some tools Session Overview
Today •  Introductions •  Objectives •  The ‘Developing’ World •  What is strategy? •  Innovation •  Fundraising case studies Session Overview
Objectives My objectives: •  The potential and practice of digital strategy •  Similarities and differences from across the world •  Deep dive case studies: commercial and nonprofit •  Highlight the challenges •  Unpack the opportunities •  Workable toolkit
Objectives Your objectives? •  “I’d  like  to  learn  more  about  online,  internet  and  especially   mobile  fundraising,  since  mobiles  are  such  a  significant  factor   in  developing  countries.”   •  “…catch  up  with  the  modern  expectaAons  and  learn  new   techniques”   •  “…online  payment  opAons  that  are  the  best  to  offer  in   different  countries/regions.  How/why  they  work  and  don’t   work,  etc.”   •  “cultural,  logisAcal,  and  other  differences  that  must  be   considered  when  engaging  people  from  a  variety  of  countries” •  “…transferable  new  perspecAves  on  creaAng  digital  strategies   for  chariAes  in  the  UK  market.” •  Others?
Good or Bad Memories?
Our Periodic Table? Locality •  Switzerland, UK, Netherlands, Malaysia, France, USA, Spain, Canada, Indonesia, Hungary (& South Africa) Reach •  UK, Hungary, Latin America, India, Hong Kong, Korea and Japan Experience •  Marketing, Communication, Digital Media, Client Relationships, Founder, CEO Fundraising Skills •  DM, F2F, Digital, DRTV, International
The ‘Developing’ World
Planetary Disruption •  Climate Change •  Resource Shortages Political Disruption •  Extremism •  Destabilisation Economic Disruption •  Financial Volatility •  Rampant Inequality Systemic Disruption •  Changing Technology •  Information Access Our World
Our World : (Adapted: Piketty, 2014: Capital in the 21st Century)
Our World : (Adapted: Piketty, 2014: Capital in the 21st Century)
Our World : (Adapted: Piketty, 2014: Capital in the 21st Century)
The ‘Developing’ World? Burkina Faso Dominican Republic Puerto Rico (US) U.S. Virgin Islands (US) St. Kitts and Nevis Antigua and Barbuda Dominica St. Lucia Barbados Grenada Trinidad and Tobago St. Vincent and the Grenadines R.B. de Venezuela Martinique (Fr) Guadeloupe (Fr) St. Martin (Fr) St. Maarten (Neth) Curaçao (Neth) Aruba (Neth) Poland Czech Republic Slovak Republic Ukraine Austria Germany San Marino Italy Slovenia Croatia Bosnia and Herzegovina Serbia Hungary Romania Bulgaria Albania Greece FYR Macedonia Samoa American Samoa (US) Tonga Fiji Kiribati French Polynesia (Fr) N. Mariana Islands (US) Guam (US) Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji New Caledonia (Fr) Haiti Jamaica Cuba Cayman Is.(UK) The Bahamas Turks and Caicos Is. (UK) Bermuda (UK) United States Canada Mexico PanamaCosta Rica Nicaragua Honduras El Salvador Guatemala Belize Colombia French Guiana (Fr) Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Greenland (Den) NorwayIceland Isle of Man (UK) Ireland United Kingdom Faeroe Islands (Den) Sweden Finland Denmark Estonia Latvia Lithuania Poland Russian Fed. Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Channel Islands (UK) Switzerland Liechtenstein France Andorra Portugal Spain Monaco Gibraltar (UK) Malta Morocco Tunisia Algeria Western Sahara Mauritania Mali Senegal The Gambia Guinea-Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Sudan South Sudan Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep.of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Madagascar Mauritius Seychelles Comoros Mayotte (Fr) Réunion (Fr) Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia KuwaitIsrael West Bank and Gaza Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijan Armenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Brunei Darussalam Philippines Papua New GuineaIndonesia Australia New Zealand Japan Rep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Antarctica Timor-Leste Vatican City IBRD 41312 NOVEMBER 2014 Kosovo Montenegro Classified according to World Bank estimates of 2013 GNI per capita The world by income Low ($1,045 or less) Lower middle ($1,046–$4,125) Upper middle ($4,126–$12,745) High ($12,746 or more) No data
Economic Growth Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Dominican Republic Trinidad and Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Curaçao (Neth) Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Madagascar Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) Bermuda (UK) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41453 Less than 0.0 0.0–1.9 2.0–3.9 4.0–5.9 6.0 or more No data Economic growth AVERAGE ANNUAL GROWTH OF GDP PER CAPITA, 2009–13 (%) Europe insetCaribbean inset
Poverty Levels Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Europe inset Dominican Republic Trinidad and Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) Curaçao (Neth) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Caribbean inset Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana SurinameR.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Madagascar Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41450 50.0 or more 25.0–49.9 10.0–24.9 2.0–9.9 Less than 2.0 No data Poverty SHARE OF POPULATION LIVING ON LESS THAN $1.25 A DAY, 2011 (%) Bermuda (UK)
Investment Flows Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Dominican Republic Trinidad and Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) Curaçao (Neth) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Madagascar Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41455 Less than 1.0 1.0–1.9 2.0–3.9 4.0–5.9 6.0 or more No data Foreign direct investment FOREIGN DIRECT INVESTMENT NET INFLOWS AS A SHARE OF GDP, 2013 (%) Europe insetCaribbean inset Bermuda (UK)
Internet Usage Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Dominican Republic Trinidad and Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) Curaçao (Neth) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Madagascar Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41454 Fewer than 20 20–39 40–59 60–79 80 or more No data Internet users INDIVIDUALS USING THE INTERNET AS A SHARE OF POPULATION, 2013 Europe insetCaribbean inset Bermuda (UK)
•  US$2.3 trillion in global aid since 1950 (World Bank) •  US$1 trillion in Aid to Africa •  6 Marshall Plans equivalent to US $5,000/person (Richard Dowden, Royal Africa Society) Aid and Income Growth in Africa (10-year moving average) 0 2 4 6 8 10 12 14 16 18 20 1970 1973 1976 1979 1982 1985 1988 1991 1994 1997 2000 Aid/GNI(%) -1.0 -0.5 0.0 0.5 1.0 1.5 2.0 2.5 GrowthGDP/Capita(%) Aid/GNI Growth GDP/Capita Solutions: Aid?
•  Definition of ‘developing’? •  Motives & intent? •  Local or global? •  Inflow or outflow? •  Invest or Extract? •  Transactions? •  Relationships? The ‘Developing’ World
Our Global Challenges
The State of the Digital Nation
An authorised financial services provider – FSP 43441 Source:    h+p://wearesocial.sg/blog/2014/11/internet-­‐users-­‐pass-­‐3-­‐billion/ Thresholds…
Hype and scale…
Source: M+R Benchmarks Study 2014 Benchmarks 2014
Source: M+R Benchmarks Study 2014 Benchmarks 2014
Source: M+R Benchmarks Study 2015 Benchmarks 2015
1.  Internet of Me –  Personalised World 2.  Outcome Economy –  Digital/Physical Blur 3.  Intelligent Enterprise –  Smart Decisions & Delivery 4.  Workforce Reimagined –  Workforce to Crowdsource 5.  Platform (R)evolution –  Harnessing Hyperscale (Source: Accenture Technology Vision 2015 ) Digital ‘Megatrends’
What is strategy?
Q: •  What do you call an investment that takes two dollars to produce a dollar’s worth of value? A: •  Strategic The MBA version
Q: •  How do you buy a dollar for fifty cents? A: •  Price is what you pay, value is what you get. •  What counts is not what you know, it how well you define what you don’t know. •  I’d rather be certain of good outcome than hopeful of a great one. •  The size of your circle of competence is not what important, knowing it boundaries, however, is vital. The Buffet version
Innovation
What is Innovation? “Innovation is a new idea, more effective device or process…something original… better solutions that meet new requirements and needs…that break into the market or society.” (Wikipedia)
Three Kinds of Innovation •  Performance-improving innovations –  Replace the old with new, better models –  Substitutive e.g. Camry to Prius •  Efficiency innovations –  Same products & customers, cheaper prices –  Improve productivity, resource allocation –  e.g. Supermarkets, Downsizing •  Market-creating innovations –  Transforms products, create new customers –  Changes needs, resource/skill/access dependent –  e.g. computers, internet, nonprofits (Source: Christensen & van Bever. 2014. The Capitalists Dilemma. Harvard Business Review)
The Eisner Principle “Think inside the box”
•  Disruption & discomfort –  Complexity of context •  Increasing needs –  Volatile tension •  Demands from funders –  Accountability •  Digital convergence –  Demands on skillsets •  Change is inevitable –  Pervasive, punishing The box we live in
•  Resource constraints –  Doing more with less •  The Madding Crowd –  Breaking through the noise •  Relevance of purpose –  Who cares about what? •  Connectivity challenges –  Device & delivery •  Attracting talent –  Skills ≠ Experience The box we live in
Case Studies
The Unicorns
It began as a grassroots effort by Pete Frates, a 29 year-old Massachusetts man and athlete who has lived with ALS since 2012 and Jeanette Senerchia of upstate New York, whose husband, Anthony Senerchia, has had the disease for over a decade. Inspired by Jeanette, Pat Quinn challenged 50 friends… #IceBucketChallenge
•  8000 to 430 000 Wikipedia views/day •  2.2 million mentions on Twitter •  1.2 mentions on Facebook •  $100 million (ALS US) •  $2.5 million in 2013 •  £6m (Motor Neuron Disease, UK) •  €1m (ALS Netherlands) •  And many others… #IceBucketChallenge
•  ALS (Amyotrophic lateral sclerosis) Association •  Strong, coordinated effort underlying success: •  user-friendly website •  strong storytelling, and •  a solid donor management system. •  The ALS Association was prepared… •  Big, selfless, simple idea •  The audience effect •  Personal nominations by friends •  Sense of urgency #IceBucketChallenge
•  Launched November 2012 –  Song top 10 on iTunes •  Close to 100 million views –  4.8 million shares, –  most shared ad of all time –  various spin-offs •  Dumb Ways to Die 2 game –  the top app in 83 countries, –  four billion mini-game plays in just three months •  Most awarded campaign in the history of Cannes –  28 Lions, incl 5 Grand Prix. •  127 million people said they would be safer around trains (Source: mccann.com.au) Melbourne Metro
Melbourne Metro
Today •  Case Studies •  Experimentation •  Toolkits •  Application •  Collaboration •  Evaluation Session Overview
GivenGain Ecosystem
Background •  GivenGain Foundation - Social Fundraising Platform •  Born in Stellenbosch, South Africa - Launched 2001 (2009 & 2015) - 200 - 1800+ Causes Worldwide - 15 - 50+ Countries - 0 - 8000+ Activists (Peer to Peer) - $38 - $100 million in donations - 33,000 - 110,000+ Donors - 1,600 -10,000+ Projects/campaigns - 180+ Countries •  One World. Zero Barriers.
Team   Organisation/Cause   Partner/ Supplier   Beneficiary   Training   & Incentives   Dialogue&   Profile  Effective Solutions Content&   Insight  Efficient Impact   Quality   Assurance   Funder/Donor   Competitor Cause   returns/reinvestment   marketing/mindshare   Community   Responsibilities   Environmental   Concerns   Market & Industry   Conditions   Legal & Ethical   Regulations    (Adapted from: Habberton, 2005) Stakeholder Analysis
GivenGain Platform
Payment Processing
For Causes…
For Supporters…
The Cows (CHOC) P2P Fundraising Phenomenon •  Started off as a memorial ride for a mother who lost her daughter •  6 People in Cow suits •  Now, 1000+ Activists/Fundraisers •  Raised over $2 million in 6 years •  Event based fundraising •  Mass participation •  Supported administration •  Inspired the local sector
charity: water (US) / That Was Different (CPT) Size doesn’t matter…
Charity Water
Birthday campaign (ongoing) •  Success factors: easy, fun, broad range of appeal, outstanding support to fundraisers, peer-to-peer influence, personalisation •  Integration with other campaigns, e.g. World Water Day 2012 •  Recruitment of fundraisers: videos, social media, email, and through celebrity ambassadors 19 million birthdays pledges, $9 million raised Charity Water
World Water Day 2013 campaign •  Hyper local event in New York City •  Walk in the foot steps of beneficiaries •  Online platforms to connect supporters •  Jerry can selfies at cross roads of cities posted on social media •  Sharing of memeworthy images •  Twitter promoted tweets with #WorldWaterDay •  Sharing of birthday campaign video to encourage pledges Charity Water
Its not about the tech…
•  Multiple ideas that people can connect with •  Flash mob dance event •  Bake-athon •  High-heeled run in the park •  135 Activists doing something different •  Human Rights Day 21 March 2013 •  ZAR270 000+ by 477 donors •  Promotion through video, social media •  Easy & fun •  Geek squad support •  TWD starter kit •  GivenGain Facebook app That Was Different
•  Human Rights Day 21 March 2014 •  Hyper local event in Cape Town •  Connecting with international supporters via social media •  Idea Generator •  Individual and Group Activist projects •  Manicures in old-age homes •  Hiking up Table Mountain •  Pizza-making marathon •  ZAR 300 000+ •  1400 participants •  GivenGain Facebook app That Was Different
charity: water ($millions) •  Creative options but pro-actively promoting birthday pledges •  Photos, videos, media kit, cover photos, backgrounds, web banners, etc. •  Highly personal appeal •  Marketing: Shareable videos •  Multiple channels reinforcing message •  Eye-catching imagery used consistently social media and communications •  Transparent about impact •  Video and photos for impact That was Different ($thousands) •  Promotes creative individual & group activities •  Dedicated admin/support to Activists via multiple channels •  PDF Starter Kit •  Directed to friends & family •  Marketing: Shareable videos •  Multiple channels reinforcing key message: website, email, social media •  Variety of striking images used •  Transparent about impact •  Video and photos for impact Key Success Factors
Red Cross (Kenya) •  Westgate Tragedy –  21-24 September 2013 –  67 Killed, 175 Injured •  Relief & Victims Fund –  Using Mpesa •  Mobile Payment System –  Running off Operator Billing –  Peer to Peer Payments •  Significant Success –  Over US$600k in 3 days
5 x 5 Experimentation
Background •  Michael Schrage, MIT Sloan – HBS book in 1999: Serious Play: How the world’s best companies simulate to innovate – Mars, Procter & Gamble, Google, Intel, BT, Siemens, NASDAQ, IBM, and Alcoa – Collaborative design with business experiments – Innovate faster, cheaper, better – Simple, safe, scalable – Human capital model of innovation – “Investment in customer futures..”
The Process •  Fast, frugal, high impact – 5 Diverse group of people – 5 Days to develop – 5 Business Experiments – 5 Weeks to run – $5,000 budget •  Business Experiment – Hypothesis – Replicable Test – Measurable Outcomes
The Process •  Business Hypothesis The team believes that exploring: 1. <Capability/Action> Will likely result in this: 2. <Desired Outcome> We’ll know this because: 3. <Our explicit metric> 4. <Significantly changed> •  Ideas are the enemy… Great Vision Great Problems Great Arguments
Our 5 x 5 Experiment •  3 Great Problems – Animal Protection – Tibet – Activating sports mania •  3 Groups – 5 People per group – 1 Business experiments – 30 mins of group time – 5 mins per presentation – 5 mins feedback & questions
Business Case # 1 •  Rex (Hungary) “Major income source (the 1% of citizens income tax) dropped back by 50% during the last 4-5 years. We urgently have to change our fundraising strategy, mainly if we wish to make true our planned developments (education centre, wildlife reserve, etc.)”
Business Case # 1 IN THE BOX •  Opportunity to offer 1% of citizens income tax (this source dropped back by 50%) •  Donations (offline and online) collection box. •  DM/EDM: We send out 4 DM letters annually with a cheque to our donors. (There are almost 13.000 addresses in our mailing/email list) •  Volunteers (we have more than 1000 registered volunteers, but just 10% of them are regularly involved) •  Legacies (we had only 3 legacies during the last 15 years) •  Home page, Facebook,Youtube channel (in Hungarian only) •  We organize 5/6 family events annually NOT IN THE BOX •  Intro film or DVD available •  Corporate partnership (we don't especially search for sponsors, unless they find us...) •  Own mobile application (for donation or rehoming) •  Almost no regular donors •  Minimal number of major gifts
Business Case # 2 •  The Blue Book (Tibet) “The Blue Book campaign is a fundraising programme that has for some 30 years raised funds for social welfare projects benefitting Tibetans living in exile in India. Every donor receives a “Blue Book” somewhat akin to a passport or savings book into which are pasted official Tibetan stamps representing the donations that have been made.”
Business Case # 2 STRENGTHS •  It carries a very clear and focused message, namely to support social welfare programmes. •  By issuing a passport-like book to the donor, which can be filled with stamps given in return for donations, it encourages the participant to continue to make donations on an annual basis. •  The Blue Book can be obtained in a variety of ways, either at an affiliated office of CTA in many countries around the world. WEAKNESSES •  The programme does not give enough information about the ways in which money raised through the programme is used by CTA. •  Receiving a special stamp each time a donation is made is a “nice idea’. Logistics of actually giving a stamp for a donation is complicated. •  The Blue Book could be an impediment to more frequent giving…bit old-fashioned •  The suggested amount, namely US$ 25 per year is a very low donation compared to what most giving plans for charities are asking these days. •  There does not seem to be a strong marketing or fundraising push associated with this programme
Business Case # 3 •  Sports teams?
Our 5 x 5 Experiment •  3 Groups – 5 People max per group – 1 Business experiment – 30 mins of group time – 5 mins per presentation – 5 mins feedback & questions •  Business Hypothesis – The problem to be addressed – How you plan to address it – How you will measure its success
Our Toolkits
Team   Organisation/Cause   Partner/ Supplier   Beneficiary   Training   & Incentives   Dialogue&   Profile  Effective Solutions Content&   Insight  Efficient Impact   Quality   Assurance   Funder/Donor   Competitor Cause   returns/reinvestment   marketing/mindshare   Community   Responsibilities   Environmental   Concerns   Market & Industry   Conditions   Legal & Ethical   Regulations    (Adapted from: Habberton, 2005) Stakeholder Analysis
DONOR INDIVIDUALS GROUPS COMPANIES GIVENGAIN FUNDRAISING PAGERAISE AWARENESS CAUSETOOLS TV PRINT NEWSPAPERS FLYERS OTHER WORD OF MOUTH FLYERS EVENTS DIGITAL SOCIAL MEDIA EMAIL SMS RADIO ONLINE ADS TV WEBSITE GALLERY & COMMENTS INFORMATION / ABOUT PROGRESS FAQ SPONSORS PRIZES GET INVOLVED DONATE CONTACT HOME ANALYTICS SEARCH TIMELINE LAUNCH & MONITOR ANALYZE & IMPROVE ANALYZE, REPORT & IMPROVEEMAIL SMS SUPPORT WEBSITE SOCIAL MEDIA PLANNING & PRE-LAUNCH THEME RESEARCH WEBSITE EMAIL GG PAGE TUTORIALS TEAM TASKS BUDGET SOCIAL MEDIA ACCOUNTS DATABASE SPECIFY TIME FRAME ANALYTICS TRACKING BRAND PHASE 1 SPECIFY TIME FRAMEPHASE 2 SPECIFY TIME FRAMEPHASE 3 ACTIVISTS FRIENDS FAMILY NETWORK
Some of the good news…
Relational Economics (Source: HBR, Jan-Feb 2011)
Paradigm of Capital Shift 90 FINANCIAL CAPITAL MARKETS Financial Return Financial Performance Measurement •  Debt •  Equity •  Retail (mutual funds, online brokers) •  Institutional (Exchanges, Alternative Trading Systems) About 5% FINANCIAL CAPITAL MARKETS $165 Trillion (SOCIALLY) RESPONSIBLE INVESTING Social Screening and Shareholder Advocacy $7-45 Trillion RETURN MEASUREMENT PLATFORMS INVESTMENT TYPE AVERAGE TRANSACTION COST MARKET SIZE IMPACT INVESTING MARKETS Financial + Social Return Financial + Social Measurement •  Debt •  Equity •  Retail (online micro finance) •  Institutional (Impact Funds, emerging platforms) About 10% $5 Billion PHILANTHROPY (GIVING MARKETS) Social Return Social Performance Measurement •  Grants •  Retail (offline channels, online giving, Donor Advised Funds) •  Institutional (Foundations) About 30% $300 Billion Source: Social Capital Markets / Markets For Good (Adapted: Markets for Good, 2010)
Think like a Freak… •  People respond to incentives Financial, Moral, Social, Herd •  Declared vs. revealed preferences Don’t listen to what people say, watch what they do •  Brian Mullaney: The Smile Train “the most dysfunctional $300 billion industry in the world” In 15 years, 1 million surgeries in 90 countries >100 staff “Make one gift and we will never ask for another donation”
“The bottom line is the learning curve” Final Thought
Learning Review My objectives: •  The potential and practice of digital strategy •  Similarities and differences from across the world •  Deep dive case studies: commercial and nonprofit •  Highlight the challenges •  Unpack the opportunities •  Workable toolkit
Learning Review Your objectives? •  “I’d  like  to  learn  more  about  online,  internet  and  especially   mobile  fundraising,  since  mobiles  are  such  a  significant  factor   in  developing  countries.”   •  “…catch  up  with  the  modern  expectaAons  and  learn  new   techniques”   •  “…online  payment  opAons  that  are  the  best  to  offer  in   different  countries/regions.  How/why  they  work  and  don’t   work,  etc.”   •  “cultural,  logisAcal,  and  other  differences  that  must  be   considered  when  engaging  people  from  a  variety  of  countries” •  “…transferable  new  perspecAves  on  creaAng  digital  strategies   for  chariAes  in  the  UK  market.” •  Others?
Transform your digital strategy: New ideas from unexpected places Colin Habberton IFC Masterclass The Netherlands 20/21 October 2015

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IFC 2015 Digital Strategy Masterclass

  • 1.
    Transform your digitalstrategy: New ideas from unexpected places Colin Habberton IFC Masterclass The Netherlands 20/21 October 2015
  • 2.
    •  This sessionwill provide an in-depth analysis of the potential and practice of digital strategy for the developing world. •  It will look at the similarities and differences of digital campaigning from across the world through a series of deep dive case studies from commercial and nonprofit sectors. Session Summary
  • 3.
    Aimed at: •  Itis aimed at fundraisers who are currently implementing or intending to implement digital fundraising strategies in developing markets. Learning outcomes: •  This Masterclass will highlight the challenges, unpack the opportunities and provide delegates with a workable toolkit for their own organisation or campaign. Session Summary
  • 4.
    Today •  Introductions •  Objectives • The ‘Developing’ World •  The State of the Digital Nation •  What is Strategy? •  Innovation •  Case Studies Session Overview
  • 5.
    Tomorrow •  Experimentation •  Toolkits • Application •  Collaboration •  Evaluation Session Overview
  • 6.
    Speaker Introduction •  GivenGainFoundation - Social Fundraising Platform •  Born in Stellenbosch, South Africa - Launched 2001 (2009 & 2015) - 1800+ Causes Worldwide - 50+ Countries - 10,000+ Projects - 8000+ Activists (Peer to Peer) - 110,000+ Donors - 180+ Countries •  One World. Zero Barriers.
  • 7.
  • 8.
  • 9.
    Team Introductions •  Whatis your name? •  Where are you from? •  Where are you now? •  What is important to you? •  What makes you, you?
  • 10.
    Question: I’d like toknow how you plan to “format” your session in terms of lecture/ presentation/interactive discussion/ exercises, etc.? Session Overview
  • 11.
    Answer: •  multi-disciplinary format • coverage of theoretical material •  case studies •  encourage sharing •  few exercises •  practical review of some tools Session Overview
  • 12.
    Today •  Introductions •  Objectives • The ‘Developing’ World •  What is strategy? •  Innovation •  Fundraising case studies Session Overview
  • 13.
    Objectives My objectives: •  Thepotential and practice of digital strategy •  Similarities and differences from across the world •  Deep dive case studies: commercial and nonprofit •  Highlight the challenges •  Unpack the opportunities •  Workable toolkit
  • 14.
    Objectives Your objectives? •  “I’d  like  to  learn  more  about  online,  internet  and  especially   mobile  fundraising,  since  mobiles  are  such  a  significant  factor   in  developing  countries.”   •  “…catch  up  with  the  modern  expectaAons  and  learn  new   techniques”   •  “…online  payment  opAons  that  are  the  best  to  offer  in   different  countries/regions.  How/why  they  work  and  don’t   work,  etc.”   •  “cultural,  logisAcal,  and  other  differences  that  must  be   considered  when  engaging  people  from  a  variety  of  countries” •  “…transferable  new  perspecAves  on  creaAng  digital  strategies   for  chariAes  in  the  UK  market.” •  Others?
  • 15.
    Good or BadMemories?
  • 16.
    Our Periodic Table? Locality • Switzerland, UK, Netherlands, Malaysia, France, USA, Spain, Canada, Indonesia, Hungary (& South Africa) Reach •  UK, Hungary, Latin America, India, Hong Kong, Korea and Japan Experience •  Marketing, Communication, Digital Media, Client Relationships, Founder, CEO Fundraising Skills •  DM, F2F, Digital, DRTV, International
  • 17.
  • 18.
    Planetary Disruption •  ClimateChange •  Resource Shortages Political Disruption •  Extremism •  Destabilisation Economic Disruption •  Financial Volatility •  Rampant Inequality Systemic Disruption •  Changing Technology •  Information Access Our World
  • 19.
    Our World : (Adapted: Piketty,2014: Capital in the 21st Century)
  • 20.
    Our World : (Adapted: Piketty,2014: Capital in the 21st Century)
  • 21.
    Our World : (Adapted: Piketty,2014: Capital in the 21st Century)
  • 22.
    The ‘Developing’ World? Burkina Faso Dominican RepublicPuerto Rico (US) U.S. Virgin Islands (US) St. Kitts and Nevis Antigua and Barbuda Dominica St. Lucia Barbados Grenada Trinidad and Tobago St. Vincent and the Grenadines R.B. de Venezuela Martinique (Fr) Guadeloupe (Fr) St. Martin (Fr) St. Maarten (Neth) Curaçao (Neth) Aruba (Neth) Poland Czech Republic Slovak Republic Ukraine Austria Germany San Marino Italy Slovenia Croatia Bosnia and Herzegovina Serbia Hungary Romania Bulgaria Albania Greece FYR Macedonia Samoa American Samoa (US) Tonga Fiji Kiribati French Polynesia (Fr) N. Mariana Islands (US) Guam (US) Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji New Caledonia (Fr) Haiti Jamaica Cuba Cayman Is.(UK) The Bahamas Turks and Caicos Is. (UK) Bermuda (UK) United States Canada Mexico PanamaCosta Rica Nicaragua Honduras El Salvador Guatemala Belize Colombia French Guiana (Fr) Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Greenland (Den) NorwayIceland Isle of Man (UK) Ireland United Kingdom Faeroe Islands (Den) Sweden Finland Denmark Estonia Latvia Lithuania Poland Russian Fed. Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Channel Islands (UK) Switzerland Liechtenstein France Andorra Portugal Spain Monaco Gibraltar (UK) Malta Morocco Tunisia Algeria Western Sahara Mauritania Mali Senegal The Gambia Guinea-Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Sudan South Sudan Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep.of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Madagascar Mauritius Seychelles Comoros Mayotte (Fr) Réunion (Fr) Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia KuwaitIsrael West Bank and Gaza Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijan Armenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Brunei Darussalam Philippines Papua New GuineaIndonesia Australia New Zealand Japan Rep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Antarctica Timor-Leste Vatican City IBRD 41312 NOVEMBER 2014 Kosovo Montenegro Classified according to World Bank estimates of 2013 GNI per capita The world by income Low ($1,045 or less) Lower middle ($1,046–$4,125) Upper middle ($4,126–$12,745) High ($12,746 or more) No data
  • 23.
    Economic Growth Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Dominican Republic Trinidadand Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Curaçao (Neth) Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Madagascar Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) Bermuda (UK) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41453 Less than 0.0 0.0–1.9 2.0–3.9 4.0–5.9 6.0 or more No data Economic growth AVERAGE ANNUAL GROWTH OF GDP PER CAPITA, 2009–13 (%) Europe insetCaribbean inset
  • 24.
    Poverty Levels Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Europeinset Dominican Republic Trinidad and Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) Curaçao (Neth) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Caribbean inset Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana SurinameR.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Madagascar Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41450 50.0 or more 25.0–49.9 10.0–24.9 2.0–9.9 Less than 2.0 No data Poverty SHARE OF POPULATION LIVING ON LESS THAN $1.25 A DAY, 2011 (%) Bermuda (UK)
  • 25.
    Investment Flows Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Dominican Republic Trinidadand Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) Curaçao (Neth) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Madagascar Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41455 Less than 1.0 1.0–1.9 2.0–3.9 4.0–5.9 6.0 or more No data Foreign direct investment FOREIGN DIRECT INVESTMENT NET INFLOWS AS A SHARE OF GDP, 2013 (%) Europe insetCaribbean inset Bermuda (UK)
  • 26.
    Internet Usage Romania Serbia Greece San Marino BulgariaUkraine Germany FYR Macedonia Croatia Bosnia and Herzegovina Czech Republic Poland Hungary Italy Austria Slovenia Slovak Republic Kosovo Montenegro Albania Dominican Republic Trinidadand Tobago Grenada St. Vincent and the Grenadines Dominica Puerto Rico, US St. Kitts and Nevis Antigua and Barbuda St. Lucia Barbados R.B. de Venezuela U.S. Virgin Islands (US) Martinique (Fr) Guadeloupe (Fr) Curaçao (Neth) St. Martin (Fr) Anguilla (UK) St. Maarten (Neth) Burkina Faso Samoa Tonga Fiji Kiribati Palau Federated States of Micronesia Marshall Islands Nauru Kiribati Solomon Islands Tuvalu Vanuatu Fiji Haiti Jamaica Cuba The Bahamas United States Canada Panama Costa Rica Nicaragua Honduras El Salvador Guatemala Mexico Belize Colombia Guyana Suriname R.B. de Venezuela Ecuador Peru Brazil Bolivia Paraguay Chile Argentina Uruguay Norway Iceland Ireland United Kingdom Sweden Finland Denmark Estonia Latvia Lithuania Poland Belarus Ukraine Moldova Romania Bulgaria Greece Italy Germany Belgium The Netherlands Luxembourg Switzerland Liechtenstein France AndorraPortugal Spain Monaco Malta Morocco Tunisia Algeria Mauritania Mali Senegal The Gambia Guinea- Bissau Guinea Cabo Verde Sierra Leone Liberia Côte d’Ivoire Ghana Togo Benin Niger Nigeria Libya Arab Rep. of Egypt Chad Cameroon Central African Republic Equatorial Guinea São Tomé and Príncipe Gabon Congo Angola Dem.Rep. of Congo Eritrea Djibouti Ethiopia Somalia Kenya Uganda Rwanda Burundi Tanzania Zambia Malawi Mozambique Madagascar Zimbabwe Botswana Namibia Swaziland LesothoSouth Africa Mauritius Seychelles Comoros Rep. of Yemen Oman United Arab Emirates Qatar Bahrain Saudi Arabia Kuwait Israel Jordan Lebanon Syrian Arab Rep. Cyprus Iraq Islamic Rep. of Iran Turkey Azer- baijanArmenia Georgia Turkmenistan Uzbekistan Kazakhstan Afghanistan Tajikistan Kyrgyz Rep. Pakistan India Bhutan Nepal Bangladesh Myanmar Sri Lanka Maldives Thailand Lao P.D.R. Vietnam Cambodia Singapore Malaysia Philippines Papua New Guinea Indonesia Australia New Zealand JapanRep.of Korea Dem.People’s Rep.of Korea Mongolia China Russian Federation Brunei Darussalam Sudan South Sudan Timor-Leste American Samoa (US) French Polynesia (Fr) N. Mariana Islands (US) Guam (US) New Caledonia (Fr) French Guiana (Fr) Greenland (Den) West Bank and Gaza Turks and Caicos Is. (UK) Western Sahara Réunion (Fr) Mayotte (Fr) IBRD 41454 Fewer than 20 20–39 40–59 60–79 80 or more No data Internet users INDIVIDUALS USING THE INTERNET AS A SHARE OF POPULATION, 2013 Europe insetCaribbean inset Bermuda (UK)
  • 27.
    •  US$2.3 trillionin global aid since 1950 (World Bank) •  US$1 trillion in Aid to Africa •  6 Marshall Plans equivalent to US $5,000/person (Richard Dowden, Royal Africa Society) Aid and Income Growth in Africa (10-year moving average) 0 2 4 6 8 10 12 14 16 18 20 1970 1973 1976 1979 1982 1985 1988 1991 1994 1997 2000 Aid/GNI(%) -1.0 -0.5 0.0 0.5 1.0 1.5 2.0 2.5 GrowthGDP/Capita(%) Aid/GNI Growth GDP/Capita Solutions: Aid?
  • 28.
    •  Definition of‘developing’? •  Motives & intent? •  Local or global? •  Inflow or outflow? •  Invest or Extract? •  Transactions? •  Relationships? The ‘Developing’ World
  • 29.
  • 30.
    The State ofthe Digital Nation
  • 31.
    An authorised financialservices provider – FSP 43441 Source:    h+p://wearesocial.sg/blog/2014/11/internet-­‐users-­‐pass-­‐3-­‐billion/ Thresholds…
  • 32.
  • 33.
    Source: M+R BenchmarksStudy 2014 Benchmarks 2014
  • 34.
    Source: M+R BenchmarksStudy 2014 Benchmarks 2014
  • 35.
    Source: M+R BenchmarksStudy 2015 Benchmarks 2015
  • 36.
    1.  Internet ofMe –  Personalised World 2.  Outcome Economy –  Digital/Physical Blur 3.  Intelligent Enterprise –  Smart Decisions & Delivery 4.  Workforce Reimagined –  Workforce to Crowdsource 5.  Platform (R)evolution –  Harnessing Hyperscale (Source: Accenture Technology Vision 2015 ) Digital ‘Megatrends’
  • 37.
  • 38.
    Q: •  What doyou call an investment that takes two dollars to produce a dollar’s worth of value? A: •  Strategic The MBA version
  • 39.
    Q: •  How doyou buy a dollar for fifty cents? A: •  Price is what you pay, value is what you get. •  What counts is not what you know, it how well you define what you don’t know. •  I’d rather be certain of good outcome than hopeful of a great one. •  The size of your circle of competence is not what important, knowing it boundaries, however, is vital. The Buffet version
  • 40.
  • 41.
    What is Innovation? “Innovationis a new idea, more effective device or process…something original… better solutions that meet new requirements and needs…that break into the market or society.” (Wikipedia)
  • 42.
    Three Kinds ofInnovation •  Performance-improving innovations –  Replace the old with new, better models –  Substitutive e.g. Camry to Prius •  Efficiency innovations –  Same products & customers, cheaper prices –  Improve productivity, resource allocation –  e.g. Supermarkets, Downsizing •  Market-creating innovations –  Transforms products, create new customers –  Changes needs, resource/skill/access dependent –  e.g. computers, internet, nonprofits (Source: Christensen & van Bever. 2014. The Capitalists Dilemma. Harvard Business Review)
  • 43.
  • 44.
    •  Disruption &discomfort –  Complexity of context •  Increasing needs –  Volatile tension •  Demands from funders –  Accountability •  Digital convergence –  Demands on skillsets •  Change is inevitable –  Pervasive, punishing The box we live in
  • 45.
    •  Resource constraints – Doing more with less •  The Madding Crowd –  Breaking through the noise •  Relevance of purpose –  Who cares about what? •  Connectivity challenges –  Device & delivery •  Attracting talent –  Skills ≠ Experience The box we live in
  • 46.
  • 47.
  • 48.
    It began asa grassroots effort by Pete Frates, a 29 year-old Massachusetts man and athlete who has lived with ALS since 2012 and Jeanette Senerchia of upstate New York, whose husband, Anthony Senerchia, has had the disease for over a decade. Inspired by Jeanette, Pat Quinn challenged 50 friends… #IceBucketChallenge
  • 49.
    •  8000 to430 000 Wikipedia views/day •  2.2 million mentions on Twitter •  1.2 mentions on Facebook •  $100 million (ALS US) •  $2.5 million in 2013 •  £6m (Motor Neuron Disease, UK) •  €1m (ALS Netherlands) •  And many others… #IceBucketChallenge
  • 50.
    •  ALS (Amyotrophiclateral sclerosis) Association •  Strong, coordinated effort underlying success: •  user-friendly website •  strong storytelling, and •  a solid donor management system. •  The ALS Association was prepared… •  Big, selfless, simple idea •  The audience effect •  Personal nominations by friends •  Sense of urgency #IceBucketChallenge
  • 51.
    •  Launched November2012 –  Song top 10 on iTunes •  Close to 100 million views –  4.8 million shares, –  most shared ad of all time –  various spin-offs •  Dumb Ways to Die 2 game –  the top app in 83 countries, –  four billion mini-game plays in just three months •  Most awarded campaign in the history of Cannes –  28 Lions, incl 5 Grand Prix. •  127 million people said they would be safer around trains (Source: mccann.com.au) Melbourne Metro
  • 52.
  • 53.
    Today •  Case Studies • Experimentation •  Toolkits •  Application •  Collaboration •  Evaluation Session Overview
  • 54.
  • 55.
    Background •  GivenGain Foundation -Social Fundraising Platform •  Born in Stellenbosch, South Africa - Launched 2001 (2009 & 2015) - 200 - 1800+ Causes Worldwide - 15 - 50+ Countries - 0 - 8000+ Activists (Peer to Peer) - $38 - $100 million in donations - 33,000 - 110,000+ Donors - 1,600 -10,000+ Projects/campaigns - 180+ Countries •  One World. Zero Barriers.
  • 56.
    Team   Organisation/Cause   Partner/ Supplier   Beneficiary   Training   & Incentives   Dialogue&   Profile  Effective Solutions Content&   Insight  Efficient Impact   Quality   Assurance   Funder/Donor   Competitor Cause   returns/reinvestment   marketing/mindshare   Community   Responsibilities   Environmental   Concerns   Market & Industry   Conditions   Legal & Ethical   Regulations    (Adapted from: Habberton, 2005) Stakeholder Analysis
  • 57.
  • 58.
  • 59.
  • 60.
  • 62.
    The Cows (CHOC) P2PFundraising Phenomenon •  Started off as a memorial ride for a mother who lost her daughter •  6 People in Cow suits •  Now, 1000+ Activists/Fundraisers •  Raised over $2 million in 6 years •  Event based fundraising •  Mass participation •  Supported administration •  Inspired the local sector
  • 63.
    charity: water (US) / ThatWas Different (CPT) Size doesn’t matter…
  • 64.
  • 65.
    Birthday campaign (ongoing) • Success factors: easy, fun, broad range of appeal, outstanding support to fundraisers, peer-to-peer influence, personalisation •  Integration with other campaigns, e.g. World Water Day 2012 •  Recruitment of fundraisers: videos, social media, email, and through celebrity ambassadors 19 million birthdays pledges, $9 million raised Charity Water
  • 66.
    World Water Day2013 campaign •  Hyper local event in New York City •  Walk in the foot steps of beneficiaries •  Online platforms to connect supporters •  Jerry can selfies at cross roads of cities posted on social media •  Sharing of memeworthy images •  Twitter promoted tweets with #WorldWaterDay •  Sharing of birthday campaign video to encourage pledges Charity Water
  • 67.
    Its not aboutthe tech…
  • 68.
    •  Multiple ideasthat people can connect with •  Flash mob dance event •  Bake-athon •  High-heeled run in the park •  135 Activists doing something different •  Human Rights Day 21 March 2013 •  ZAR270 000+ by 477 donors •  Promotion through video, social media •  Easy & fun •  Geek squad support •  TWD starter kit •  GivenGain Facebook app That Was Different
  • 69.
    •  Human RightsDay 21 March 2014 •  Hyper local event in Cape Town •  Connecting with international supporters via social media •  Idea Generator •  Individual and Group Activist projects •  Manicures in old-age homes •  Hiking up Table Mountain •  Pizza-making marathon •  ZAR 300 000+ •  1400 participants •  GivenGain Facebook app That Was Different
  • 70.
    charity: water ($millions) • Creative options but pro-actively promoting birthday pledges •  Photos, videos, media kit, cover photos, backgrounds, web banners, etc. •  Highly personal appeal •  Marketing: Shareable videos •  Multiple channels reinforcing message •  Eye-catching imagery used consistently social media and communications •  Transparent about impact •  Video and photos for impact That was Different ($thousands) •  Promotes creative individual & group activities •  Dedicated admin/support to Activists via multiple channels •  PDF Starter Kit •  Directed to friends & family •  Marketing: Shareable videos •  Multiple channels reinforcing key message: website, email, social media •  Variety of striking images used •  Transparent about impact •  Video and photos for impact Key Success Factors
  • 71.
    Red Cross (Kenya) • Westgate Tragedy –  21-24 September 2013 –  67 Killed, 175 Injured •  Relief & Victims Fund –  Using Mpesa •  Mobile Payment System –  Running off Operator Billing –  Peer to Peer Payments •  Significant Success –  Over US$600k in 3 days
  • 72.
    5 x 5Experimentation
  • 73.
    Background •  Michael Schrage,MIT Sloan – HBS book in 1999: Serious Play: How the world’s best companies simulate to innovate – Mars, Procter & Gamble, Google, Intel, BT, Siemens, NASDAQ, IBM, and Alcoa – Collaborative design with business experiments – Innovate faster, cheaper, better – Simple, safe, scalable – Human capital model of innovation – “Investment in customer futures..”
  • 74.
    The Process •  Fast,frugal, high impact – 5 Diverse group of people – 5 Days to develop – 5 Business Experiments – 5 Weeks to run – $5,000 budget •  Business Experiment – Hypothesis – Replicable Test – Measurable Outcomes
  • 75.
    The Process •  BusinessHypothesis The team believes that exploring: 1. <Capability/Action> Will likely result in this: 2. <Desired Outcome> We’ll know this because: 3. <Our explicit metric> 4. <Significantly changed> •  Ideas are the enemy… Great Vision Great Problems Great Arguments
  • 76.
    Our 5 x5 Experiment •  3 Great Problems – Animal Protection – Tibet – Activating sports mania •  3 Groups – 5 People per group – 1 Business experiments – 30 mins of group time – 5 mins per presentation – 5 mins feedback & questions
  • 77.
    Business Case #1 •  Rex (Hungary) “Major income source (the 1% of citizens income tax) dropped back by 50% during the last 4-5 years. We urgently have to change our fundraising strategy, mainly if we wish to make true our planned developments (education centre, wildlife reserve, etc.)”
  • 78.
    Business Case #1 IN THE BOX •  Opportunity to offer 1% of citizens income tax (this source dropped back by 50%) •  Donations (offline and online) collection box. •  DM/EDM: We send out 4 DM letters annually with a cheque to our donors. (There are almost 13.000 addresses in our mailing/email list) •  Volunteers (we have more than 1000 registered volunteers, but just 10% of them are regularly involved) •  Legacies (we had only 3 legacies during the last 15 years) •  Home page, Facebook,Youtube channel (in Hungarian only) •  We organize 5/6 family events annually NOT IN THE BOX •  Intro film or DVD available •  Corporate partnership (we don't especially search for sponsors, unless they find us...) •  Own mobile application (for donation or rehoming) •  Almost no regular donors •  Minimal number of major gifts
  • 79.
    Business Case #2 •  The Blue Book (Tibet) “The Blue Book campaign is a fundraising programme that has for some 30 years raised funds for social welfare projects benefitting Tibetans living in exile in India. Every donor receives a “Blue Book” somewhat akin to a passport or savings book into which are pasted official Tibetan stamps representing the donations that have been made.”
  • 80.
    Business Case #2 STRENGTHS •  It carries a very clear and focused message, namely to support social welfare programmes. •  By issuing a passport-like book to the donor, which can be filled with stamps given in return for donations, it encourages the participant to continue to make donations on an annual basis. •  The Blue Book can be obtained in a variety of ways, either at an affiliated office of CTA in many countries around the world. WEAKNESSES •  The programme does not give enough information about the ways in which money raised through the programme is used by CTA. •  Receiving a special stamp each time a donation is made is a “nice idea’. Logistics of actually giving a stamp for a donation is complicated. •  The Blue Book could be an impediment to more frequent giving…bit old-fashioned •  The suggested amount, namely US$ 25 per year is a very low donation compared to what most giving plans for charities are asking these days. •  There does not seem to be a strong marketing or fundraising push associated with this programme
  • 81.
    Business Case #3 •  Sports teams?
  • 82.
    Our 5 x5 Experiment •  3 Groups – 5 People max per group – 1 Business experiment – 30 mins of group time – 5 mins per presentation – 5 mins feedback & questions •  Business Hypothesis – The problem to be addressed – How you plan to address it – How you will measure its success
  • 83.
  • 84.
    Team   Organisation/Cause   Partner/ Supplier   Beneficiary   Training   & Incentives   Dialogue&   Profile  Effective Solutions Content&   Insight  Efficient Impact   Quality   Assurance   Funder/Donor   Competitor Cause   returns/reinvestment   marketing/mindshare   Community   Responsibilities   Environmental   Concerns   Market & Industry   Conditions   Legal & Ethical   Regulations    (Adapted from: Habberton, 2005) Stakeholder Analysis
  • 86.
    DONOR INDIVIDUALS GROUPS COMPANIES GIVENGAIN FUNDRAISING PAGERAISE AWARENESS CAUSETOOLS TV PRINT NEWSPAPERS FLYERS OTHER WORD OFMOUTH FLYERS EVENTS DIGITAL SOCIAL MEDIA EMAIL SMS RADIO ONLINE ADS TV WEBSITE GALLERY & COMMENTS INFORMATION / ABOUT PROGRESS FAQ SPONSORS PRIZES GET INVOLVED DONATE CONTACT HOME ANALYTICS SEARCH TIMELINE LAUNCH & MONITOR ANALYZE & IMPROVE ANALYZE, REPORT & IMPROVEEMAIL SMS SUPPORT WEBSITE SOCIAL MEDIA PLANNING & PRE-LAUNCH THEME RESEARCH WEBSITE EMAIL GG PAGE TUTORIALS TEAM TASKS BUDGET SOCIAL MEDIA ACCOUNTS DATABASE SPECIFY TIME FRAME ANALYTICS TRACKING BRAND PHASE 1 SPECIFY TIME FRAMEPHASE 2 SPECIFY TIME FRAMEPHASE 3 ACTIVISTS FRIENDS FAMILY NETWORK
  • 88.
    Some of thegood news…
  • 89.
  • 90.
    Paradigm of CapitalShift 90 FINANCIAL CAPITAL MARKETS Financial Return Financial Performance Measurement •  Debt •  Equity •  Retail (mutual funds, online brokers) •  Institutional (Exchanges, Alternative Trading Systems) About 5% FINANCIAL CAPITAL MARKETS $165 Trillion (SOCIALLY) RESPONSIBLE INVESTING Social Screening and Shareholder Advocacy $7-45 Trillion RETURN MEASUREMENT PLATFORMS INVESTMENT TYPE AVERAGE TRANSACTION COST MARKET SIZE IMPACT INVESTING MARKETS Financial + Social Return Financial + Social Measurement •  Debt •  Equity •  Retail (online micro finance) •  Institutional (Impact Funds, emerging platforms) About 10% $5 Billion PHILANTHROPY (GIVING MARKETS) Social Return Social Performance Measurement •  Grants •  Retail (offline channels, online giving, Donor Advised Funds) •  Institutional (Foundations) About 30% $300 Billion Source: Social Capital Markets / Markets For Good (Adapted: Markets for Good, 2010)
  • 91.
    Think like aFreak… •  People respond to incentives Financial, Moral, Social, Herd •  Declared vs. revealed preferences Don’t listen to what people say, watch what they do •  Brian Mullaney: The Smile Train “the most dysfunctional $300 billion industry in the world” In 15 years, 1 million surgeries in 90 countries >100 staff “Make one gift and we will never ask for another donation”
  • 92.
    “The bottom lineis the learning curve” Final Thought
  • 93.
    Learning Review My objectives: • The potential and practice of digital strategy •  Similarities and differences from across the world •  Deep dive case studies: commercial and nonprofit •  Highlight the challenges •  Unpack the opportunities •  Workable toolkit
  • 94.
    Learning Review Your objectives? • “I’d  like  to  learn  more  about  online,  internet  and  especially   mobile  fundraising,  since  mobiles  are  such  a  significant  factor   in  developing  countries.”   •  “…catch  up  with  the  modern  expectaAons  and  learn  new   techniques”   •  “…online  payment  opAons  that  are  the  best  to  offer  in   different  countries/regions.  How/why  they  work  and  don’t   work,  etc.”   •  “cultural,  logisAcal,  and  other  differences  that  must  be   considered  when  engaging  people  from  a  variety  of  countries” •  “…transferable  new  perspecAves  on  creaAng  digital  strategies   for  chariAes  in  the  UK  market.” •  Others?
  • 95.
    Transform your digitalstrategy: New ideas from unexpected places Colin Habberton IFC Masterclass The Netherlands 20/21 October 2015